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Manager Project

Lexington, Kentucky, United States
August 16, 2018

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Kathleen M. Hastings, PMP

*** ********* **, *********, ** 40509

410-***-**** *

Mid Level Management Professional

Manager of Engineering - Sr. Project Engineering Engineer/Manager

Plant and Corporate Project and Program Management background including but not limited to: Project Development, Leadership, and Management, both Plant and Corporate, for projects up to $658 Million; Strategic Project Development; Long Range Capital Planning; Focused Factory Planning and Implementation; Business Process Optimization; Manufacturing and Operations Management; Technical Management; New Product Development and Implementation, as well as Product Lifecycle Management. Work assignments have included strategic planning, financial analysis, problem solving, and communication skills, as well as equipment identification, specification, purchase, and installation. Experience includes 15 years in Food and Beverages, 13 years in Semiconductor Materials, and 9 years in Chemicals; most of my experience is in Manufacturing and Manufacturing Support. Education includes B.S. in Electrical Engineering and Math (double major). PMP (Project Management Professional) certified.

Professional Training and Skills:

Strategic and Long Range Planning

Department Restructuring/Re-engineering

Turnaround Leadership

Project Planning/Development/Management


LEAN Manufacturing and TPM

Cost Reduction/Optimization

Manufacturing Process Control/Optimization/PFMEA


Continuous Improvement/Teamwork

Strategic system/value stream analysis

Problem Identification/Analysis/Solution/8D

Root cause analysis/5Y/Troubleshooting

Visual Factory and 5S

Safety Leadership and Performance/FMEA

Team Leadership/Management

Professional Experience

Insight Global 05/18 to present

Thermo Fisher Scientific – Sr. Engineering Project Manager (contract)

Capital project manager for several safety and control optimization projects. Developing program for overall improvement of vessel receipt, cleaning, handling, filling, and shipping operation. PFMEA Analysis on Solvent Manufacturing and distribution processes. General safety observation and project development. 50% work from home, 50% on site in New Jersey.

Accountemps 01/18 to 05/18

Program/Financial Analyst – Department of Energy PPPO via Strategic Management Services, LLC (temp)

Responsible for accurate and timely update and forecasting of costs, including salaries, remediation initiatives, facility construction, decontamination/demolition, waste disposal, etc. for the ongoing Portsmouth, OH, and Paducah, KY facilities. Manage and track spending for $13.1 million operations budget.

Temporary project. Successfully completed.

Assistance for Parent with Parkinsons (Charlottesville, VA) 4/17 to 8/17

Care for Invalid Parent (Baltimore, MD) 10/16 to 4/17

CTI Foods (Owingsville, KY) 02/16 to 10/16

Sr. Director of Engineering 02/16 to 10/16

Responsible for process improvement identification; new product testing, introduction, and standardization; equipment performance optimization; project development and implementation; and Engineering support for Manufacturing Maintenance and Waste Water Treatment. Worked on development of expansion plan through 2020.


Established PM program and aligned with Manufacturing planning to insure timely execution of PM’s as scheduled. Initial equipment downtime decreased by over 70%.

Evaluated and simplified process operations, in particular raw meat processing. This resulted in overall plant operations and process time improvement by 21.4% through operations schedule reduction from 7 to 5.5 days with no loss in volumes

Lead projects for installation of meatball line and improved raw meat grinders. Included evaluation of replacement equipment, recommendations for improvements, and specification, leasing, and testing of R&D equipment.

Left to care for seriously ill parents.

Kraft/Kraft- Heinz Company (Champaign, IL) 11/14 to 10/15

Engineering Project Manager (Kraft Foods Corporate Engineering) 3/15 to 10/15

Responsible for development, leadership, management, and implementation of large ($1 million +) projects supporting the Enhancers (salad dressings and condiments) Business Unit Project including upgrading the utilities management system. Responsible for developing focused factory initiative to make the most of the core competencies of Kraft and Heinz during the merger planning. Managed equipment upgrade and replacement plan, both short and long term.


Led project team to develop comprehensive HVAC upgrade/replacement plan for the entire plant in order to establish and insure food grade environmental standards. This included evaluating 47 existing AHU’s, specification of the replacement AHU’s as well as ductwork, developing RFQ’a and ultimate selection of replacement AHU’s. Total: $50Million.

Led project t team that initiated, developed, and managed engineering/design phase work for an allergen separation project in the Spice Mix area. Led equipment selection, including completely new dry mixers and PLC controls. Total project: $5.3Million.

Developed long term growth and consolidation plans (more than one based on different conditions) for the Enhancement plants, both Kraft and Heinz. Many are now in progress.

Led Champaign Plant Master Plan initiative to optimize resources and identify best utilization of 350,000 square feet of available space (former warehouse) A large part of this was implementation of basic systems including power, IT, air, etc.,

Working with IT, identified expansion requirements for Champaign plant in order to meet the Master plan identified above.

Project Manager (Contract – Kraft Foods Champaign IL) 11/14 to 3/15

Project leadership in Champaign’s Cheese and Dairy Business Unit.


Participated in cheese process optimization efforts and “Cheese of the Future” initiative.

Analyzed impact of HVAC Environmental Standard changes on Cheese and Dairy operations, leading to fuller analysis of plant wide impact on all Business Units (Cheese and Dairy, Meals, Enhancers).

Position was eliminated on 10/2015 as result of merger/redundancy restructuring between Kraft and Heinz.

Returned to School (Schaumburg, IL) 1/14 to 11/14

The Morey Corporation (Woodridge, IL) 1/13 to 12/13

Director, Manufacturing Engineering

Responsible for direction and management of all process, equipment, and test engineering, as well as Maintenance. Areas of responsibility include operations support and improvement, product quality, capital project management, long range planning, continuous improvement/Lean/6sigma.


Worked with team to develop optimized line layouts to make better use of space, improve process flow, and enable line expansion without bricks-and-mortar expansion.

Led implementation team for Maintenance downtime and repair tracking and management system. Expanded to measure process up and downtime causes to provide data to address recurrent issues.

During new product development and implementation, eliminated multiple pieces that had to be assembled and sealed and replaced with a single part. Annual savings: $750 K.

Led initiatives to streamline assembly and sealing operations by changing out obsolete equipment, reducing from 12 hours to 8 hours. Savings estimated at $360K labor and materials.

Worked with senior leadership to identify and specify equipment for the “next phase” of telematics. Equipment was leased.

Position/department was eliminated due to significant loss of business (single plant operation).

Nation Pizza Products (Schaumburg, IL) - contract 8/12 to 1/13


Installed and successfully started up a new high speed pizza packaging line..

Identified, developed, and implemented a new sauce delivery system that utilized totes instead of 55 gallon drums. Includes developing specifying equipment and controls, integrating the new system into the existing system to gain overlapping opportunities to deliver sauce, bid, and install. $1.2 Million annual material savings.


Left to pursue opportunity at Morey Corporation.

Sterigenics, Inc. (Willowbrook, IL) 1/12 to 8/12

General Manager

Responsible for direction and management of the Ethylene Oxide sterilization plant in Willowbrook, IL. Areas of responsibility include operations, quality, customer service, engineering, and full P&L management. Manage 4 direct reports and 40 indirect (hourly) reports.


Achieved Six Sigma (>99.99964%) quality level, best in company.

Managed new sterilization chamber installation project, providing 7% capacity increase, while maintaining full operations

Left to return to project management, planning, construction, and manufacturing.

General Mills (West Chicago, IL) 11/10 – 12/11

Associate Plant Technical Manager

Responsible for direction and management of manufacturing operations, maintenance and engineering, including small project capital planning and execution, for the Hamburger Helper/Betty Crocker division.


Provided direction to improve Capital project development, approval, and execution from less than 70% completion on time, budget, and scope to over 95%. Increased capital allocated to plant by50% through improved project execution and delivery of results.

Established operations KPI’s (key performance indicators) and goals to measure and improve actual area and line performance, resulting in a 22.0% total line utilization improvement, from 44.1% to 53.8%.

Reduced unplanned equipment downtime from 16.6% to 7.4% in 10 months as a results of improvements in planned and predictive work processes.

Lead team for inventory reduction and management initiative, including vendor managed inventories and shared inventories.

Position was eliminated due to plant closure.

C&H Sugar (Crockett, CA) 02/09 – 04/10

Engineering and Maintenance Manager

Responsible for direction and management of plant maintenance as well as small project capital planning and execution.


Provided direction to improve Capital project development, approval, and execution from less than 70% completion on time, budget, and scope to over 95%. Increased capital allocated to plant by 20% through improved project execution and delivery of results.

Improved budget control from 10% annual over spend to operating at 5% below budget. Total P&L responsibility: over $25 million

Developed 3 year replacement plan for plant support systems, including email, ERP/MRP systems. We upgraded the email system – which was overloaded – by adding a second server while I was there. Also developed a long range plan for replacement and/or upgrade of plant AHU’s, compressors, and general utilities including the plant electrical system, which did not meet CalOSHA code. Specified the equipment and laid out plan to install without plant shutdown.

Position was eliminated due to restructuring after purchase by Domino..

Dannon (West Jordan, UT) 06/08 – 10/08

Project Director (contract)

Responsible for installation, startup, debugging, and commissioning three new packaging lines as well as the associated white mass mixing process. Insure that all lines are ready for full operation, including operations and maintenance procedures and training.


Developed and implemented operations and preventive/predictive maintenance procedures for the new filling/packaging lines.

Achieved a drop in Technical Downtime from 35% to 17% during a four month period as a result of line optimization.

Successful project startup and operations were achieved. Contract successfully completed.

Nestlé USA (Glendale, CA) 09/02 – 03/08

Manager, Maintenance Systems (06/06 – 03/08)

Responsible for implementation of advanced maintenance programs throughout all U.S. divisions. Also responsible for implementation of SAP-OM across all NUSA plants.


Worked closely with new RTD facility through building, commissioning, and start up in Anderson, IN. Successfully created initial maintenance/ engineering budget; hiring and training plan for technical resources; set up PM’s and Predictive Maintenance systems, particularly for the four high speed filling, bottling, capping, and packaging lines

Project Manager for successful implementation of SAP CMMS system for 24 USA/Canadian plants.. All plant transitions occurred with minimal impact on operations.

Identified key cost savings opportunities within Technical Stores. Developed $3.2 million/year savings through optimization of technical stores inventories across divisions and through expanded use of supplier/vendor managed inventories (VMI). Consolidated capital spares and equipment used across the plants such that total inventories went down without developing risk.

Group Engineering Manager (06/04 – 06/06)

Responsible for coordinating implementation of key Corporate Engineering and Maintenance Capital projects for up to six plants. Managed large scale Sugar consolidation project that ultimately closed 3 plants and consolidated the business within two other existing facilities.


Team Lead, Engineering and project manager for $15.9 million capital project. Closed three facilities and successfully relocated equipment, processes, and operations to two other existing plants. Project was completed on time, on budget, and met original project deliverables. Responsibilities included overall design, overhaul plan for relocated equipment, specification, purchase, and installation of replacement equipment where needed, and execution of the project plan.

Led development and execution of annual capital plan as well as long range planning for each supported location.

Led evaluation of confections and chocolate growth across all remaining business unit plants.

Engineering Manager (09/02 – 06/04)

Responsible for all maintenance and engineering improvement activities for three confectionery manufacturing facilities. Supervised 7 direct employees and 72 indirect (hourly) employees. Managed an annual Maintenance budget of $5.2 million.


Achieved 25% reduction in equipment downtime.

Led implementation of operator based maintenance, thereby improving overall operational efficiencies and performance.

Achieved $620K in operational cost improvements against capital spending of $1.23 million.

Left for personal reasons/family emergency.

Monsanto/MEMC Electronic Materials, Inc. (St. Peters, MO) 09/80 – 08/02

Positions Held:

Manager, Strategic Project Development (01/02 – 08/02)

Developed and implemented plan to factor product discards into new product set ups to minimize both raw silicon as well as additives. This amounted to more than $1 million in raw material savings, which had significant impact down the line as well.

Manager, Strategic Capital Planning (12/97 – 01/02)

Implemented Focus Factory approach to manufacturing in order to optimize product control and quality, build product close to point of usage, and manage overall company equipment costs, which ran into the millions.

This project saved us nearly a billion dollars over the course of 3 years, since we were no long trying to do all product configurations at all locations. This was a company wide position and I supported 10 plants across the world.

Engineering and Project Development Specialist (07/95 – 11/97)

Developed and implement a complete ASRS (Automated Storage and Retrieval) system for MEMC when the system that came with storage system turned out to be “exclusive”. This way we could not only set it up the way we needed it but then we had the ability to changed and update as needed. In addition, we turned the time to ship time around from 2 days to less than 4 hours.

Training and Development Manager (09/91 – 06/95)

Manufacturing Maintenance Operations Supervisor (09/87 – 09/91)

Manufacturing Operations Supervisor (07/85 – 09/87)

Senior Electrical Engineer (03/84 – 06/85)

Monsanto Electrical Engineer (09/80 – 03/84)


YMCA 1986 - 2004

Swimming (all levels), youth sports (soccer, basketball, T-ball/softball)


CPR, First Aid, EMT training, Lifeguard training



Bachelor of Science, Electrical Engineering and Math (double major) - 1980

Graduated Magna Cum Laude


PMP Certificate Program – completed 11/2016

Available for relocation

Contact this candidate